In the era of a knowledge-based economy : A case study of knowledge sharing and how it is affected by organizational culture
Abstract: Abstract Background: The concept of knowledge sharing has become increasingly important as organizations recognize the possible benefits of utilizing existing knowledge internally. Organizations tend to fall short of realizing the utmost potential benefits of knowledge sharing, this tend to occur because of a lack of understanding of how different issues affects knowledge sharing, where one of the more significant is organizational culture. Consequently, clarifying how elements of organizational culture affects knowledge sharing would not only provide insight why knowledge sharing fails or succeed, but also provide guidance for organizations to cope with organizational culture in their knowledge sharing process. Purpose: The purpose of this study is to examine the link between organizational culture and knowledge sharing activities in a knowledge intensive organization. Method: This thesis is of a qualitative nature carried out through a single case study. Data was gathered through in-depth, semi-structured interviews consisting of eight employees of three different positions from the studied organization. The data was further analyzed and interpreted through an inductive research approach. Conclusion: Great benefits could be reaped with well-functioning knowledge sharing, especially in a knowledge intensive organization. Empirical findings combined with previous literature indicates that at least five factors influence knowledge sharing, Communication, Autonomy, Homogeneity, Trust and Fear. To establish an organizational culture which facilitates knowledge sharing this paper suggest mentioned factors to be considered.
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